Decision-Making

MIT SMR’s spring 2025 issue offers advice for leaders on managing amid uncertainty and balancing oversight with autonomy.

Leaders detail Agoda’s development of a KPI that accounts for external factors and aids strategic goal alignment.

Being able to manage the emotional discomfort of uncertainty is critical to sound decision-making.

Causal ML helps managers improve decision-making by enabling them to explore different options’ potential outcomes.

Having someone take on a critical reviewer role can enhance a meeting’s effectiveness and lead to better decisions.

Agentic AI adopters must proactively address decision rights allocations, power dynamics, and decision-making practices.

MIT SMR’s winter 2025 issue offers advice for leaders on making better decisions by seeking out divergent perspectives.

Anchors based on past projects can improve scheduling accuracy and on-time project completion.

A collaborative model of influence emphasizes making the best decision for the organization rather than winning a debate.

Consider these three takeaways for leaders on how to avoid pitfalls while using generative AI tools in decision-making.

Be on the lookout for these practices that prevent boards of directors from functioning effectively.

Research shows that better decision-making can be achieved through the strategic use of artificial intelligence systems.

Leaders can use these tactics to make meetings more engaging and move people from apathy to energy.

Board committees are key to strong corporate governance. Learn five ways to maximize the effectiveness of their members.

Survey report: What 1,000 business and data leaders think about using generative AI for analytics.

Persuading employees to use data to make better decisions requires both top-down leadership and grassroots initiatives.

Leaders who explore, evaluate, and refine their values set themselves up to make better decisions.

These tips can help leaders develop their own and employees’ ability to apply ethical judgment in difficult situations.

Leaders’ delegation decisions should reflect the trust they have in both their people and organizational processes.

This issue of MIT SMR focuses on sustainability, customer and employee engagement, and strategic planning.